Blog for May 2022 Seminar : MS Teams – The Case for Information Architecture and Governance

This seminar was given by Alex Church a Senior Consultant with Metataxis. Metataxis has clients in central and local government; charities and non-profit organisations; the private sector; higher education and much more. Metataxis is in the business of managing information.

What is Teams ?  Teams is all about communication (chat, audio/video conferencing, telephony) and collaboration (content sharing, storage, task mangement etc ).  Teams is only one part of Office 365 – which is a whole set of cloud business applications. Now there is both an ‘upside’ and a ‘downside’. A good thing about Teams is the fact that it can be set up and used straightaway for collaborative working. This fact can also be a bad thing because if you simply turn on Teams and then let everyone ‘get on with it’ – it can very quickly become messy and chaotic. Teams requires an information management strategy. SharePoint underpins Teams. Teams has to have both governance and information architecture.

You cannot permit ‘self creation’ in Teams. An approval and provisioning process is necessary. You can build your own (manual) or use 3rd party apps. Begin with a simplified Teams architecture :- chat can be stored in a personal mailbox and in One Drive up in the cloud. Team can create an M365 Group with a Group mailbox and files can be stored in SharePoint. Every Team has a SharePoint site behind it. Therefore a document library is created by default and a folder is created for each Channel. So Teams Information Architecture imposes a Teams/Channel = Library/Folder Information Architecture. You get a ‘General’ channel/folder which cannot be removed. Do note that Private Channels are accessible only to a sub-set of Team members. Teams need to be ‘named’ so you will need a Teams naming convention – you will need to stop two Teams having the same name. A ‘Group Naming Policy’ can be enforced via Azure AD. Are the teams going to be Public or Private ? Public teams are visible to everyone and can be joined without the team owner’s approval. Private teams can only be joined if the team owner adds you. Public or Private is also relevant regarding SharePoint permissions. Particularly check permissions of a Public Team SharePoint site to prevent unauthorised editing and/or deleting of files.

An important part of governance is managing Teams Lifecycle:-

Expiration Policy –  This applies to the Group and requires Azure AD Premium. Deletes all Teams content and apps. It can be a set time period or be based on last activity. Team owners have the option to ‘Renew’.

Retention Policy – This applies to messages/chat; files. Set at Team/Site level by admins. It can retain content for a certain period or it can delete content after a certain period.

Retention Labels – This applies to files. Admins can set defaults/ auto application. It is applied at a document level. It can retain content for a certain period or it can delete content after a certain period.

Chat and Channel Messages – You can only use Retention Policies not Retention Labels. What is the value of  Chat and Channel Messages ? There has to be a balance between the desire to delete them with the need to keep them for reference or evidence.

Archiving – This can be done by a Team Admin or Owner.

To sum up : Teams is a great tool and is the direction of travel for Microsoft.


Rob Rosset 24/06/22.


May 2022 Seminar : MS Teams – The Case for Information Architecture and Governance


This meeting was about MS Teams and, in essence, MS Teams are about communication (chat, audio/video conferencing, telephony) and collaboration (content sharing, storage, task management etc.). Teams is just one part of Office 365 which is a whole set of cloud business applications. However, before deploying Teams you will need an Information Management Strategy, you will need to create a Team and have a proper Teams architecture. Also, every Team has a Share Point Site behind it.


The speaker was Alex Church of the Metataxis Consultancy.

Time and Venue

Thursday May 26th, 2022 at 2:30 pm via the Zoom online platform.


Will be made available to members.




No NetIKX blog for this event as yet.

Study Suggestions

No study suggestions

January 2022 Seminar : Introduction to Radical Knowledge Management

Summary :

With the ongoing development of technology and its impact on every workplace in industry and commerce we must seek to radicalise the effectiveness of Knowledge Management by learning lessons from the creative essence of art and artists. In this way we can increase productivity and liberate insightful improvements to industrial and commercial processes by encouraging innovation.

Speaker :

Stephanie Barnes is an Independent Consultant based in Berlin, Germany.

Time and Venue :

A Zoom lecture held on Thursday January 27th 2022.

Slides :

Slides will be made available to members.

Tweets :


Blog :

A blog is available to members

Study Suggestions :

The following suggestions are made :



Blog Report for January 2022 Seminar : Introduction to Radical Knowledge Management


The speaker (Stephanie Barnes) started from the premise that in this global and digital age we must focus on people, processes and technology. We are all leaders and we must use the knowledge and tools available to us in creative and innovative ways. Therefore we must employ critical thinking, resilience and reflection in a sustainable way to continually adapt to the volatility, uncertainty, complexity and ambiguity (VUCA) in our environment. We are forever dealing with uncertainty and having to learn continuously. We must adopt ‘trial and error’ in our practices. These new practices are drawn from art, artistic practice, artistic attitude, artistic process and, above all, artistic creativity. We will need the space to be creative and analytical.

The new work requires us to be sustainable. The new work requires the whole person to be involved in their work, not just part. It requires on-going learning and engagement; and it requires creativity and self-fulfilment. Many of these things are learned through adopting a creative and artistic approach. Stephanie spoke critically about education. She believes that creativity is ‘educated’ out of us and we must re-discover it. We broke up into small groups and drew images suggested by Stephanie and then showed them to each other via zoom to share our understanding of her instructions to us.

However, the most important ‘take-away’ from this seminar was quite simple – ‘be creative’.

Rob Rosset 05/05/2022


March 2021 Seminar: Working during the Covid-19 pandemic: sharing insights and experiences

Summary This meeting consisted of  eight speakers talking for ten minutes each about different aspects of their experience of working during this time, followed by the usual syndicate sessions, where experiences were  shared in more detail, so that we can manage better as we move forward into a still uncertain future. Speakers The eight speakers […]

Blog for January 2021 Seminar: Managing Knowledge in Project Environments

How can we manage knowledge more effectively in project environments? This was the question posed in the most recent NetIKX seminar, led by Judy Payne, an independent consultant and co-author of Managing Knowledge in Project Environments .

How do project managers define KM?

Judy began by comparing the 2012 and 2019 versions of the APM Body of Knowledge (BoK) definitions of knowledge management (KM). The 2012 entry reads ‘Knowledge management is the systematic management of information and learning. It turns personal information and experience into collective knowledge that can be widely shared throughout an organisation and a profession.’ Many participants felt that this confused the concepts of information management and knowledge management and failed to cover important aspects of KM such as managing tacit knowledge. The 2019 definition, however, is considerably broader, describing KM as ‘the holistic, cross-functional discipline and set of practices concerned with the way organisations create and use knowledge to improve outcomes.’ We agreed that this was an improvement, but the issue of defining KM to those outside the discipline remains. Judy pointed out that knowledge managers and project managers often have different mindsets, and it can be difficult to integrate KM into the project management body of knowledge.

The KM context within project management can be complex, as much of the KM which occurs within project management is not explicitly recognised as such – and conversely, much of what is labelled KM is often information management. Within a project environment, KM is often treated as a series of separate activities rather than as a tool to help produce better outcomes. There is a widespread belief that KM is simply a matter of capturing ‘lessons learned’ at the end of a project, whereas capturing knowledge is only one aspect of KM. In fact, KM practices can and should be integrated into the way a project is managed and the working environment.

Waterfall or agile? What does this mean for KM?

Judy then went on to compare the linear and iterative approaches to project management: within a linear (‘waterfall’) environment, knowledge is static, knowledge creation and application are separate and knowledge boundaries develop between stages, whereas in an iterative (‘agile’) project, knowledge is dynamic and flows well throughout the project and knowledge creation and application can be integrated. However, KM can pose a particular challenge in an agile environment due to the lack of documentation. One participant noted that although knowledge transfers well from one sprint to another, it is lost at the end of the project. The ‘correct’ approach is often dependent on the organisational culture, with some more traditional organisations being uncomfortable with the pace of the agile approach.

Sharing our experiences

For the breakout sessions, we were presented with three questions: what are your stories (good or bad) about KM in project work?; what are other examples of ‘hidden’ KM in project work? and how might KM thinking help you in future project work? Feedback from the sessions uncovered a number of common themes, including the fact that sometimes projects are ‘hidden’ in KM rather than the other way round – many of us had experience of working on something that could have been approached as a project but was not. Another theme was the way in which project managers focus on a linear progression with a clear outcome that can be measured in terms of material impact, whereas the benefits of KM cannot always be demonstrated so neatly: it was suggested that maybe we need to focus on benefits rather than objectives and on outcomes rather than outputs. Many thanks to Judy and to all who attended and contributed to this informative and highly interactive seminar.

By Carlin Parry. January 2021

May 2020 Seminar: How do we thrive in a hyper-connected, complex world?


This meeting was a regular Knowledge Café that David Gurteen held especially for NetIKX members.  We heard David set out the reasons he felt the world had changed beyond all recognition since the second world war.  He listed the familiar story of the internet, transport advances, global finances and social media but also more unexpected aspects that give our world a new complexity. Then he invited us into break-out groups to share our own ideas on this fascinating topic.  After a break, David focused our attention on his favoured area of expertise; the need for new leadership styles and the power of conversation. He was very clear that people did not need a title of leader to develop the power of leadership. We joined second break-outs to take our networking further.  Then we shared ideas in a stimulating plenary. The meeting showed the value of the Knowledge Café approach, but also was a masterclass in using Zoom as the communication media.  NetIKX will take the ideas and the methods forward for the future.


David Gurteen is a writer, speaker, and conversational facilitator. The focus of his work is Conversational Leadership – a style of working where we appreciate the power of conversation and take a conversational approach to the way that we connect, relate, learn and work with each other. He is the creator of the Knowledge Café – a conversational process to bring a group of people together to learn from each other, build relationships and make a better sense of a rapidly changing, complex, less predictable world. He has facilitated hundreds of Knowledge Cafés and workshops in over 30 countries around the world over the past 20 years. He is also the founder of the Gurteen Knowledge Community – a global network of over 20,000 people in 160 countries. Currently, he is writing an online book on Conversational Leadership. You can join a Knowledge Café if you consult his website.

Time and Venue

2pm on 20th May 2020, The British Dental Association, 64 Wimpole Street, London W1G 8YS

Pre Event Information

The seminar was announced via the NetIKX website and explained that the seminar would be presented using the Zoom platform.


Not available.


There were no Tweets from this meeting as we got used to our new ‘Zoom’ format.


See our blog report: Gurteen knowledge cafe

Study Suggestions

Visit David’s website: Gurteen Knowledge at

This site includes KM book reviews, news and useful quotations.

You can sign up for David’s regular newsletter from this site.

November 2017 Seminar: The Future for Information and Knowledge Professionals – Tenth Anniversary Seminar


2017 has been the tenth anniversary of the founding of NetIKX and this meeting was a celebration of this. The programme focused on the situation of knowledge and information professionals in 2017. Talks to set the scene were from Peter Thomson on major changes to the world of work and from Stuart Ward, Chair of NetIKX at its inception, who focused more closely on how KM and IM people can provide value in the workplace in this changing world. Then participants were invited to discuss the key ideas that they thought were the most relevant and put questions to a panel composed of people active and influential in our field.

What are the important trends in employment that we face and what is the role of communities like NetIKX that operate in this field? We looked back over the last ten years to set the scene for the changes we need to prepare for in the coming years. We also involved people from related organisations such as CILIP. ISKO UK and LIKE.
There were two introductory talks and first Peter Thomson looked at major changes to the world of work. Stuart Ward, Chair of NetIKX at its inception, focused more closely on how KM and IM people can provide value in the workplace in this changing world. Then, in a usual NetIKX syndicate session, participants were invited to discuss the key ideas that they thought were the most relevant. After this, to gain a wider perspective, questions based on these discussions were put to a panel composed of people active and influential in our field. These were David Haynes (Chair of ISKO UK), David Gurteen, David Smith (Government KIM Head of Profession), Karen McFarlane (Chair of the CILIP Board), Steve Dale and Noeleen Schenk (Metataxis Ltd, who has also been running a series of meetings on the future of knowledge and information management).

After a lively panel Q and A session, there was time for further discussion and networking over generous celebratory refreshments.


Peter Thomson is an expert on the changing world of work and its impact on organisations, leadership and management. He regularly speaks on this topic at conferences and has worked with many groups of senior managers to inspire them to change their organisational culture. He headed up the HR function for Digital Equipment for Northern Europe for 18 years leading up to the dawn of the Internet. On leaving DEC, Peter founded the Future Work Forum at Henley Business School. He was Director of the Forum for 16 years, during which time he studied the changing patterns of work and the leadership implications of these trends. At the same time he formed Wisework Ltd, now a leading consultancy in the field of smart working. Peter is co-author, with Alison Maitland, of the business bestseller Future Work. He is also editor of a new book Conquering Digital Overload, which is about to be published. As a consultant and coach, he works with leadership teams and individuals to help them gain the maximum business benefit from new working practices. As a writer and researcher he is fascinated by the evolving role of leadership and management as we move into the ‘Gig Economy’.

Stuart Ward has been involved with NetIKX and its predecessors for over 15 years. With others he launched NetIKX 10 years ago and was the first Chairman. Stuart has wide experience in information and knowledge management and ICT, gained in business and as an independent consultant; he is interested in strategies that help to maximise the value of knowledge and information for organisations. Stuart began his career in IT and project management and, after developing a keen interest in improving the use of information in organisations, he became Director of Information Management at British Energy. In 1997 he established Forward Consulting to help organisations improve performance through information and knowledge management. He has worked with clients in both the public and private sectors. As an Associate of the IMPACT Programme, he managed their Information and Knowledge Exploitation Group from 1997 to 1999 and then again from 2004 to 2006. He was instrumental in developing the theme of the Hawley Committee: Information as an Asset with practical tools for use in business. In previous roles, Stuart has been a visiting lecturer at City University, Chairman of the Judging Panel for the British Computer Society Annual Business Achievement Awards, and chaired conference organising committees for Aslib. He is also currently an Associate of the College of Policing.

Time and Venue

2pm on Thursday 16 November, The British Dental Association, 64 Wimpole Street, London W1G 8YS


Not available




See our blog report: The Future of Work for Information and Knowledge Professionals

Study Suggestions


September 2017 Seminar: Closing the Loop on Lesson Learning


Chris Collison explored the myths and truths of lesson-learning in different contexts, using real examples, both good and bad, challenging us to improve this important knowledge-management practice and make it more than a convenient phrase.

‘Lessons learned’ is a phrase that is a regular feature of news bulletins, sports team briefs and project team meetings – but are they really learned, or are they something of a fig leaf for those who carry responsibility?
What does it take to truly invest in lesson learning in a way which closes the loop and results in real change, improvement and risk-avoidance for the future?

• What does a good project review look like?
• What are the most effective questions to use?
• How do we capture the output of a debrief without sanitising the life out it?
• How do we ensure that there is an outcome for the organisation – that something actually happens?

During the syndicate session that followed, groups tried to identify barriers to learning and sharing, and proposed practical ways to both ‘unblock the flow’ and stimulate a thirst for learning.


Chris Collison is an independent management consultant and business author with 20 years of experience in knowledge management, facilitation and organisational learning.

His corporate experience comes from long careers in BP and Centrica. He was part of BP’s KM program, a team accredited with generating over $200m of value through pioneering knowledge management. In 2001 he joined Centrica, working at the top levels in Finance and HR, before becoming Group Director of Knowledge and Change Management.

In 2005 he left the corporate world to establish Knowledgeable Ltd. Since that time Chris has been working as a consultant in the field of Knowledge Management and Organisational Learning, and has had the privilege of advising over 130 organizations around the world. Clients range from Shell, Pfizer and the World Bank to the United Nations, the UK Government and the International Olympic Committee.

Chris has worked as an associate or visiting lecturer at a number of business schools: Henley, Cranfield and Liverpool in the UK, Skolkovo in Moscow, Sharif in Tehran and Columbia University in New York. He is a Chartered Fellow of the CIPD.

Time and Venue

2pm on 14 September 2017, The British Dental Association, 64 Wimpole Street, London W1G 8YS



No slides available for this presentation




See our blog report: Lesson Learning

Study Suggestion

See Chris’s Book Learning to Fly Practical Knowledge Management from Leading and Learning Organisations.  C Collison G Parcell, 2007  John Wiley and Sons


March 2017 Seminar: Gurteen Knowledge Café – Entrained and Entrenched Thinking


David Gurteen, well known as a keynote speaker and conversational facilitator, ran a Knowledge Café on the topic of Entrained and Entrenched Thinking.
Knowledge cafés are a powerful tool for knowledge managers. David Gurteen is one of the foremost exponents of this method. David defines the essence of a knowledge café thus: “The only hard and fast rule is that the meeting is conducted in such a way that most of the time is spent in conversation – it is not about one person presenting to the group”.

We were privileged that David was willing to run such an event for NetIKX. This knowledge café focused on issues around shaking up people’s ideas and the chosen and challenging topic was entrained and entrenched thinking. This proved to be of interest and value to those who attended, allowing them to explore “thinking out of the box”.
Avoiding [entrenched and] entrained thinking
The concept of an ‘entrenched’ opinion is all too familiar! Someone has a point of view and is ‘dug in’ to defend it – perhaps against an imagined other someone in another trench, with an opposite point of view. When these behaviours get in the way of reasoned discourse and good decision making, we might use conversational strategies to break the impasse.
‘Entrained thinking’ is a less familiar concept, but also hampers good collective decision making and opinion forming.

Normally a NetIKX meeting includes a ‘syndicate session’. The structure of a Gurteen Knowledge Café is different. For this meeting, the following issues were considered:
• What factors in people’s backgrounds, and even professional education, lead to them having a ‘blinkered’ view of the range of available opinions and policy decisions, especially at work? How might this be mitigated?
• When we meet together in groups to discuss and decide, what meeting dynamics get in the way of considering the broadest possible range of opinions and inputs? Could we run such meetings differently and obtain better results?
• What are the first two questions forgetting to consider?


David Gurteen is a keynote speaker and conversational facilitator.
He works in the fields of knowledge management, organisational learning and conversational leadership. He gives keynote talks, designs and facilitates knowledge cafés and runs workshops around the world.
He is best known as the creator of the Gurteen Knowledge Café – a versatile conversational process to bring a group of people together to learn from each other, share experiences and make better sense of a rapidly changing, complex, less predictable world in order to improve decision making and to innovate.
He has facilitated hundreds of knowledge cafés and workshops in over 30 countries around the world over the last 13 years.
He is the founder of the Gurteen Knowledge Community – a global network of over 22,000 people in over 160 countries and he publishes his regular monthly Knowledge-Letter, which is now in its 16th year.

Time and Venue

2pm on 16th March 2017, The British Dental Association, 64 Wimpole Street, London W1G 8YS

Pre Event Information







See our blog report: Gurteen Knowledge Café

Study Suggestions

See David Gurteen’s website,
Article on Global Trust in Media: